Adaptive Leadership: Leading an Agile Workforce for the 21st Century

Details
  • Adaptive Leadership: Leading Change for Organizational Renewal

  • February 14-16, 2019

  • Preah Sihanouk Province, Cambodia

  • Senior-level working professionals in government

Content Overview

This program aims to equip participants with an introductory knowledge base and skillset for:

  • ADAPTIVE LEADERSHIP: LEADING CHANGE FOR ORGANIZATIONAL RENEWAL
Objectives

The main objective of Adaptive Leadership: Leading Change for Organizational Renewal is to introduce and develop a framework of thinking and decision making that would allow participants to engage in the complex and challenging tasks faced in the process of reform. This would involve allowing participants to develop guidelines to approach complex activities by analyzing challenges and dilemmas that have been faced by peers in similar situations around the globe as illustrated in the case studies of Harvard University. The seminar would also serve as a forum of small group discussion by participants in discussing some of the challenges they are facing (or have faced) with the discussion being facilitated by Teaching Fellows from Harvard University.

This process would allow senior leaders at the Ministry of Public Works and Transport to demonstrate independence as they undertake critical measures designed to bolster the reform process in Cambodia, as well as a framework to analyze, manage, and communicate to various affected interest groups. Cambodia is subject to a complex set of interests of a variety of internal and external factors thus further prioritizing the need for a corrective mechanism in society. Individual development of senior Ministry members would intrinsically support capacity building across the entire sector thus aiding its independence and assuming the required corrective role in society. Ultimately, the program would allow participating members to be a building block of a wider driving mechanism that would steer the government to the ultimate aim of a modern bureaucracy that appropriately serves its people.

Methodology

This leadership program is designed to help mid to senior level leaders of the Ministry of Public Works and Transport develop their adaptive and personal leadership capacity. Using leadership frameworks taught at professional graduate schools at Harvard, such as the Harvard Business School and the Harvard Kennedy School, participants will learn to exercise leadership in a way that generates value across different sectors and disciplines; gain critical skills for solving complex organizational problems; think deeply and broadly about their position of influence; and the impact their decisions may have on themselves, their organization, and external stakeholders. Participants will engage in plenary sessions, interactive workshops and case discussions with Teaching Fellows from Harvard University. By the end of the program, participants will have learnt to interpret the subtle messages of power, and also, recognize and react constructively to the personal and organizational impact of diverse management styles.

Who Should Attend

Senior-level working professionals in government

Key Benefits

Through the program, participants will:

  • Learn to orchestrate a process of adaptive change and creative problem-solving in times of uncertainty
  • Engage in a process that allows one to identify personal barriers to change and a method to overcome them
  • Gain a toolkit of skills to gain insights, solve problems, and instill a disciplined collaborative ecosystem
  • Learn how to manage competing stakeholders and the losses associated with change
  • Learn how to use creativity, power, and authority to mobilize teams
  • Create the framework of a plan for how to put the concepts learned into action
  • Develop strategies for using one’s character to build value-add relationships within their organization
  • Create a personalized leadership action plan to make them more effective and accountable at work
Agenda
Teaching Faculty

Samuel Kim

Samuel is the Co-founder and President of the Center for Asia Leadership. Passionate about nurturing and empowering talents in Asia, he has been actively engaging various stakeholders in developing and running over 42 programs annually in more than 27 countries in Asia to help emerging leaders explore opportunities to be socially responsible in facing the region’s complex challenges. Samuel oversees them, along with a team of 36 comprising Faculty and Teaching Fellows from Harvard and Stanford University, and administrators at the main office in Boston, U.S., and the Asian regional hubs in Kuala Lumpur, Seoul, Manila, and Tokyo.. Prior to establishing the Center, Samuel worked for 14 years in varying sectors from strategy consulting and social entrepreneurship to international development, politics, and government. He served as a Visiting Fellow at the Asia Center at Harvard University and at the Kellogg School of Management in Northwestern University. He holds a Masters of Public Administration from the Harvard Kennedy School of Government and completed his undergraduate studies in law and political science.

Jeffrey Lamb

Jeffrey is a public and private sector executive with 15 + years of diverse global cross-sector experience primarily centered on international business development, trade & investment promotion, economic development and climate change. Jeffrey’s public sector experience includes working with the United Nations Development Programme (UNDP) and the World Bank as well as serving in senior leadership and advisory roles with the governments of the UK, New Zealand, Australia & Cambodia on national economic development, trade and investment, competitiveness, impact investing, and climate change. His private sector experience includes advising and assisting a large number companies ranging in size from venture-backed startups to major multinational corporations on a variety of issues including strategic international market development, corporate social responsibility, and government relations. Jeffrey holds an MA in International Mangement as well a Masters of Public Administration from the Harvard Kennedy School of Government.

Helen van Baal

Helen van Baal is a strategic designer, educator, and design thinking expert. Helen has taught design in several countries across Europe, South America, Africa, and Asia. She has previously served as the Program Lead at the Hasso Plattner Institute (HPI) School of Design Thinking in Germany where she designed, managed and co-led the academic education in Design Thinking as well as supported student teams in developing innovative ideas and founding successful start-ups. Apart from her work at HPI, Helen has worked as an designer and innovation consultant with large corporations, non-profits, start-ups and consultancies within various industries (i.a. banking, education, automotive, digital and product design), teaching, consulting and designing globally (Europe, Americas, Africa, Asia, Australia). Originally from Germany, Helen holds an M.A. from the Royal College of Art, an M.Sc. from Imperial College London, and has worked as a lecturer and coach at the Stanford d.School, University of Cape Town d.School, Keio University, and Beijing Normal University. At the core of her work is the belief in empathy as the basis for good design and the dedication to creating value through design.

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2019-01-14T08:58:24+00:00